Manager: The latest employee engagement survey is in.
Manager: There's a big decrease in employee satisfaction since I became the manager.
Manager: So I need 5 initiatives on how are you going to fix this by next week.
https://workchronicles.substack.com/p/comic-employee-satisfaction
@ 1hcx+1sJkKsdY The plan is to get people to quit not create an environment that promotes and develops people. 85,000 down to 57,000 in 4 years. Have you been paying attention ?
Try pushing an OIMs task through then you will understand what integrity this company has.
I mean the corporation mandates these as a license to operate then local management argues and delays significantly while the poor soul in the middle gets hammered I. Ranking.
Need to eliminate the layers of management especially the ones that don’t belong in management and have a direct mandate instead of having someone interpret it for the sls that have a low IQ and zero comprehension skills.
Then hand it to a fire fighter that gets it done without all the political cr-p
Gee.....we don't do any of those things. I wonder why people are leaving though. LOL
https://www.inc.com/marcel-schwantes/workers-are-leaving-in-droves-due-to-1-simple-reason.html
Why Are Your Workers Leaving in Droves? It Comes Down to 1 Simple Reason
For every workplace-related problem, there's a leadership solution.
Based on thorough Gallup research, one of the critical decisions for any organization is selecting the right individuals for hiring or promotion into management roles.
But let's be real here: It's quite a challenge. Why? Gallup found that only one of every 10 individuals truly has the knack for managing others.
Why people are leaving in droves
Want to solve your employee turnover problems? First, fix the selection criteria for those getting promoted to higher ranks. According to Gallup's research, the two most common reasons U.S. workers are promoted to managerial positions are their tenure with the company and their success in a non-managerial role. However, neither of these factors necessarily indicates that a person has the right talent to thrive as a manager. In fact, according to Gallup estimates, organizations make the wrong decision in this regard a staggering 82 percent of the time.
Gallup asserts that employees with good management potential may be hiding inside their own company's walls. But first, decision-makers have to stop promoting people into managerial positions because they think they seemingly deserve it rather than have the talent for it.
*Promote people on five talents *
While experience is important, employees' innate talents, what Gallup calls "the naturally recurring patterns in the ways they think, feel, and behave," are the accurate predictors of their best performance. As a starting point to determine whom to promote or hire into your managerial roles, Gallup found five talents are necessary for success on the job.
1. Engage workers with a compelling mission and vision
Forward-thinking managers will cast a company or team vision and enroll their followers to express their voices as co-creators and co-contributors to the vision. This is relational, adding to intrinsic motivation when people are empowered to collaborate, innovate, and engage.
2. Set the right expectations for conduct
Managers who perform well boldly declare their stance on a challenging issue; they let their yes be yes and their no be no under pressure. It's what most thoughtful employees seek in a trustworthy boss -- someone who values the rule of setting boundaries and sticking to their word. It's the manager who defines what is acceptable behavior and what isn't -- and then communicates those expectations for accountability, with tact, to the whole team. Speaking of accountability ...
3. Create a culture of accountability
Managers who help employees establish and prioritize their work goals and then encourage their employees' performance with clear and continuous expectations have employees who are much more accountable and engaged in their work. Accountability is also a two-way street. The best companies hold managers accountable for listening and responding to the expressed needs of team members and creating positive change.
4. Build relationships founded on trust
In related studies, Gallup found that more than half of employees who strongly agree that they feel they can talk with their manager about nonwork-related issues and can approach their manager with any type of question for open dialogue are engaged at work. The bottom line? Managers who promote trust and transparency, an open work environment, and open lines of communication will increase their teams' engagement bar none.
5. Make decisions based on productivity, not politics
Great managers foster strong relationships and teamwork to keep productivity high and prevent things like office politics or internal competition within the team. Managers who prioritize a healthy work culture see office politics as a danger to the team's shared values and take swift action to address them.
The road ahead
Very few people can pull off all five of these skills of good management, so don't be discouraged. But to be absolutely clear, the list of five manager talents are learned skills. While some of these talents will come more naturally for some people than others, knowing that someone in your organization may already possess the natural strengths of, say, numbers 1, 3, and 5 on the list above can be extremely helpful in informing a company's hiring decision now. Once hired, the organization can invest in filling the gaps for successful management.
Here's what lies ahead: First, pinpoint your high-potential future managers. Next, recognize the innate abilities -- the people-centered qualities, not just technical skills -- that will propel your future managers to success in your company's roles. Then, shower them with continuous support, opportunities for growth, a well-defined career trajectory, and ample chances to evolve alongside your company.
OIMS is a joke. It’s just an elaborate firewall to help prevent executives from going to jail.
Truth? You can’t handle the truth!
Be more transparent with everything. ExxonMobil has Ethical rules and OIMS rules in place. Let's following the damn rules. HR needs to start doing their job. Stop burning people for following the rules and sponsoring the good old boy club. This is a bussiness let run it like that.